Innovative Quality Improvements in Operations : Introducing Emergent Quality Management.
- 1st ed.
- 1 online resource (180 pages)
- International Series in Operations Research and Management Science Series ; v.255 .
- International Series in Operations Research and Management Science Series .
Intro -- Preface -- Contents -- Chapter 1: Introduction -- The Orchard as a Metaphor: Putting the Four Processes into Context -- Outline of the Chapters -- References -- Chapter 2: The Quality Dilemma: Combining Development and Stability -- The Quality Dilemma: What Is It? -- Quality Improvement Management as a Strategy to Manage Dual Organizational Capabilities -- Cases and Lessons Learned -- Illustrative Destructive Dilemmas -- Illustrating Constructive Dilemmas -- The Quality Dilemma and the Quality Movement: Potential Pathways -- Enablers of Importance for Managing Both Stability and Development -- Enablers for Emergent Quality Management -- Discussion: What Is Next? -- References -- List of Recommended Literature for Further Reading -- Chapter 3: Automation and Flexibility: An Apparent or Real Dilemma? -- The Relentless Drive Toward Automation -- A Study of Automation in Swedish Manufacturing Companies -- Apparent Dilemmas in Achieving Flexibility under Automation -- Mapping the Requirement: Solution Space -- Dilemma 1: Degree of Automation: High Competence Versus Simple Tasks -- Dilemma 2: Operative Staff Flexibility -- Dilemma 3. Equipment Flexibility: Standardisation Versus Customisation -- Dilemma 4. Development Flexibility -- Solving the Apparent Dilemmas Using a Technology Management Strategy -- Conclusions and Future of Automation -- Empirical Conclusion -- Future of Automation -- References -- Chapter 4: Organizing Viable Development Work in Operations -- Prologue -- Introduction -- Key Concepts -- Lean Production and Potential Learning Consequences -- Change-Oriented Competence -- Explanatory Cases -- Enactment of Development Work in Industrial Production -- Intuition-Driven Position -- Team-Driven Position -- Coach-Driven Position -- Guidance-Driven Position -- Competence: The Third Dimension -- Discussion and Conclusions. Practical Implications: A Catch-22 -- References -- Chapter 5: Kaikaku in Production in Japan: An Analysis of Kaikaku in Terms of Ambidexterity -- Introduction -- General Characteristics of Kaikaku -- How Kaikaku Is Undertaken in Practice -- Reason for Initiation -- Objectives -- Driving Structures -- New Processes and Equipment -- How New Production Processes and Equipment were Designed -- How Implementation Was Undertaken -- Results of Kaikaku Activities -- Success Factors -- Analysis of Kaikaku Activities in Terms of Ambidexterity -- Conclusions -- References -- Recommendation for Further Reading -- List of the Reviewed Reports Describing Kaikaku Activities at Japanese Manufacturing Companies -- Chapter 6: Iterative Transitions Between Exploration and Exploitation: Experiences from the Finnish Manufacturing Industry -- Dilemma: Transition from Exploration to Exploitation -- Introduction -- Theoretical Building Blocks -- Exploration and Exploitation -- Absorptive Capacity -- Analytical and Interpretative Innovation Processes -- Organisational Networks -- Iterative Transitions Between Exploration and Exploitation -- Methods -- Key Renewal Methods -- Innovation Sessions -- Research-Based Theatre -- Company Cases: Starting Points, Processes and Outcomes -- Summary of the Cases -- Discussion and Conclusions -- References -- Chapter 7: Lessons Learned Practice in a Complex Production Environment -- Introduction -- Lessons Learned Practice -- Type of Knowledge -- Lessons Learned Methods and Techniques -- Challenges in Lessons Learned Practice -- Seven Steps of Lessons Learned Representation: A New Method -- Validation of LL Method in Industrial Setting -- Discussion, Practical Implications, and Future Work -- References -- Chapter 8: Already There? Cultivating Emergent Places for Radical Innovation in Operations -- Dilemma -- Introduction. Study Summary -- Theoretical Background -- Workplaces and Practices -- Examples of Emerging Places for Radical Innovation in Operations -- Chameleon Places -- Undercover Places -- Grey Zone Places -- Satellite Places -- Accessing Places -- Temporary Places -- Discussions and Conclusions -- Practical Implications -- Emergent Places for Originating ba -- Emergent Places for Interacting ba -- Emergent Places for Systemic ba -- Emergent Places for Exercising ba -- References -- Further Readings -- Chapter 9: Solving the Quality Dilemma: Emergent Quality Management -- Sequential, Independent Subsystems and One Process -- Parallel, Independent Subsystems and Subprocesses -- Emergent, One System and Two Interdependent Subprocesses -- Emergent Quality Management Paradigm -- Dynamics of a Production System According to Emergent Quality Management Paradigm -- The Four Different Approaches are Complementary -- References -- Chapter 10: Conclusions -- Index.